These PDF document contains all the necessary information needed to achieve a 95% PASS in the IEB FINALS, as I did with these very notes. Each page contains colour (not too much that it becomes distracting) and takes a very structured and consistent approach to summarising. The TEXTBOOK is often TO...
Chapter 3- Conflict Management
1. Functional and Dysfunctional Conflict
- Negative differences of opinion or the varied emotions people experience often due
to a dispute over a particular issue
- Conflict may lead to a positive outcome, if dealt with correctly
1.1 Functional Conflict
- Where different parties deal with conflict in a healthy and respectful manner
- Positive outcome and may lead to more innovation, creativity and higher productivity
- Respect should be shown by both parties
- Important to listen to others point of view and then acknowledge the opposing view
- Understand that a comprise may be used to resolve the issue and lead to a win-win
situation
- Manager may play "the devil's advocate" in order to cause conflict and allow for
better group bonding (functional conflict)
- Possible outcomes:
- Create awareness that there is a problem, that can then be solved
- Consider a wider variety of ideas which may result in increased participation
for all team members
- Creativity and higher productivity are stimulated
- Preconceptions that may not be accurate, can be discussed and
misconceptions cleared
- Clarification of and individual's views or beliefs ensure cooperation and better
cohesiveness
1.2 Dysfunctional Conflict
- When a conflict situation leads to a decline in productivity
- Often a result of people's misconceptions, their ambitions and egos or an
unwillingness to compromise
- Misunderstandings and lack of communication are a core to dysfunctional conflict
- Manager has to intervene if the situation has a negative effect on productivity
- Hinders group performance
- Wastes resources
- Counterproductive
- Undermines group cohesiveness
- If a compromise cannot be reached, between parties the manager may force the
employees to set their differences aside in order to reach the goals of the business
- Possible outcomes:
- Climate of mistrust (lack of cooperation and synergy)
- Blaming, back-stabbing and gossip
- High levels of stress and anxiety (low levels of job satisfaction)
- Low morale and increased staff turnover (high costs)
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